CURRICULUM VITAE RICHARD WHITTINGTON. Professor of Strategic Management, Saïd Business School and Millman Fellow, New College, University of Oxford

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1 CURRICULUM VITAE RICHARD WHITTINGTON Professor of Strategic Management, Saïd Business School and Millman Fellow, New College, University of Oxford EDUCATION: PhD, , Manchester Business School, University of Manchester (PhD awarded, 1987) MBA, , Aston Business School, University of Aston BA Modern History (2.1), 1980, Magdalen College, University of Oxford ACADEMIC APPOINTMENTS: Professor of Strategic Management, Saïd Business School and Millman Fellow, New College, University of Oxford Fellow in Management and University Lecturer, then Reader in Strategy, Saïd Business School and New College, University of Oxford Lecturer, Senior Lecturer then Reader in Marketing and Strategic Management, Warwick Business School, University of Warwick Lecturer in Organisational Analysis, Department of Social and Economic Studies, Imperial College, University of London Lecturer in Economics and Business Studies, Loughborough Technical College VISITING POSITIONS: 2010 Visiting Professor, University of Auckland Pierre Fermat Chaire d Excellence, Région Midi-Pyrénées, France 2006 Alfred D. Chandler Visiting Scholar, Harvard Business School, U.S.A Visiting Professor, Social Sciences University, Toulouse, France Visiting Professor, Groupe HEC, Jouy-en-Josas, France 1

2 AWARDS AND DISTINCTIONS: 2007: Award for Scholarly Contribution in Strategic Organization, for The Work of Strategizing and Organizing, Strategic Organization, 1, 1, 2003: : Pierre Fermat Chaire d Excellence, Région Midi-Pyrénées 2006: Fellow of the British Academy of Management 2006: Alfred D Chandler Jr International Visiting Scholar, Harvard Business School 2006: Academy of Management Review Best Reviewer Award 2004: R. Whittington et al., The Practice of Organising: Negotiating the Standardisation and Routinisation Traps, Best Papers, ODC Division, Academy of Management, New Orleans, August, : Micro Strategy and Strategising (with J. Balogun, G. Johnson and D. MacClean), Exploring New Space Award, SMS Strategy Process Conference, Connecticut. 1994: What is Strategy - And Does it Matter?, awarded the Management Consulting Association s Book Prize for the best management book of : Whittington and Whipp (1992) received the 1992 Award for Excellence as outstanding paper of the year in the European Journal of Marketing. 1979: Claymond Exhibition, Magdalen College, Oxford. 1977: Demyship (Open Scholarship), Magdalen College, Oxford. PUBLICATIONS: (Total Google Scholar citations 26,003, as of May, 2017; identified below items with more than 200 citations) Books: 1. G. Johnson, K. Scholes and R. Whittington, Fundamentals of Strategy, 4th edition, Pearson, G. Johnson, A. Langley, L. Melin and R. Whittington, Strategy as Practice: Research Directions and Resources, Cambridge University Press, G. Johnson, R. Whittington and K. Scholes, Exploring Strategy, Pearson, (7 th - 11 th editions, ) 9,354 citations; Spanish edition 1,079 citations 4. A. Pettigrew, R. Whittington, L. Melin, W. Ruigrok, C. Sanchez-Runde and F. Van den Bosch (eds), Innovative Forms of Organizing, Sage Publications, citations 2

3 5. A. Pettigrew, H. Thomas and R. Whittington (eds), The Handbook of Strategy and Management, Sage, citations 6. R. Whittington and M. Mayer, The European Corporation: Strategy, Structure and Social Science, Oxford University Press, 2000 (translated into Italian and Chinese) 358 citations 7. D. Brownlie, M. Saren, R. Wensley and R. Whittington (eds), Rethinking Marketing, Sage, R. Whittington, What is Strategy - And Does it Matter?, Routledge, 1993, 2 nd edition 2001 (Thompson); translated into Chinese, Danish, Dutch, Japanese, Norwegian, Portuguese, Spanish and Swedish; Chapter 2 reprinted in Strategy for Business, M. Mazzucato (ed.) Sage Publications Ltd. and The Open University, 2001; Winner of the Management Consulting Association s annual book prize, ,576 citations (527 citations to Spanish edition) 9. R. Whittington, Corporate Strategies in Recession and Recovery: Social Structures and Strategic Choice, Unwin Hyman, 1989 (reissued 2014) Editorships of Journal Special Issues: 1. Special Issue of Strategic Management Journal, Strategy Process and Strategy Practice, co-edited with Robert Burgelman, Steve Floyd, Tomi Laamanen, Saku Mantere and Eero Vaara (in progress) 2. Special Issue of Long Range Planning, Open Strategy, co-edited with Julia Hautz and David Seidl, June Special Issue of Long Range Planning, The Crafts of Strategy, co-edited with L. Cailluet, June Special issue of Business History, The Rise of Managerial Capitalism in Comparative Perspective, 49, 4, Special Issue of Journal of Management Studies, Micro Strategy and Strategising, 40, 1, 2003, co-edited with G. Johnson and L. Melin 5. Special Issue of Organization Studies, Action, Structure and Organizations, 17, 1, 1997, co-edited with H. Bouchikhi and M. Kilduff 6. Special Issue of the European Journal of Marketing, The New Marketing Myopia, 28, 3, 1994, co-edited with D. Brownlie, M. Saren and R. Wensley. 3

4 Journal Articles (FT journals asterisked): 1. Mayer M., Hautz J., Stadler C. and Whittington R., Diversification and Internationalization in Europe: the British Exception, Business History Review (forthcoming) 2. Whittington R. (2017), Rethinking the Centre in the Multidivisional Firm, Long Range Planning (forthcoming) 3. Whittington, R., Yakis-Douglas, B. and Ahn, K. (2016), Cheap talk? Strategy presentations as a form of chief executive officer impression management. Strategic Management Journal, doi: /smj.2482* 4. Girod, S. J. G. and Whittington, R. (2016), Reconfiguration, restructuring and firm performance: Dynamic capabilities and environmental dynamism. Strategic Management Journal, doi: /smj.2543* 5. Whittington R, Yakis-Douglas B., Ahn K. and Cailluet L. (2016), Strategic Planners in More Turbulent Times: Changing Job Characteristics of Strategy Professionals, , Long Range Planning, doi.org/ /j.lrp Jarzabkowski P., Kaplan. S, Seidl D. and Whittington R. (2016), On the Risk of Studying Practices in Isolation, Strategic Organization, 14, 3, Jarzabkowski P., Kaplan. S, Seidl D. and Whittington R (2016), If you aren t Talking about Practices, Don t Call it a Practice-Based View, Strategic Organization, 14, 3, Girod D. and Whittington R. (2015), Change Escalation Processes and Complex Adaptive Systems: From Incremental Reconfigurations to Discontinuous Restructuring, Organization Science, 26, 5, * 9. Whittington, R. (2015). The Massification of Strategy. British Journal of Management, 26, (S1), S13-S Seidl, D., & Whittington, R. (2014). Enlarging the strategy-as-practice research agenda: towards taller and flatter ontologies. Organization Studies, 35, 10, * 11. Whittington, R. (2014), Information Systems Strategy and Strategy-as-Practice: A joint agenda. Journal of Strategic Information Systems, 23(1), Heeley, G, Hodgkinson G., Whittington R, and Johnson G. (2014), Out to Lunch or Off to Plan? Strategy Workshops and Performance, British Journal of Management, 26, 3, Vaara E. and Whittington R. (2012), Strategy-as-Practice: Taking Social Practices Seriously, Academy of Management Annals, citations 4

5 14. Whittington R. (2012), Big Strategy/Small Strategy, Strategic Organization, 10, 3, (selected for 2013 SO virtual special issue on strategy) 15. Whittington R. (2011) 'The Practice Turn in Organization Research: Towards a Disciplined Transdisciplinarity', Accounting Organizations and Society, 36, * 16. Whittington R., Basak-Yakis B. and Cailluet L. (2011), 'Opening Strategy: Evolution of a Precarious Profession', British Journal of Management, 22, 3, Hung S-C and Whittington R. (2011), 'Agency in national innovation systems: Institutional entrepreneurship and the professionalization of Taiwanese IT, Research Policy, 40, 4, * 18. Whittington R. (2011), 'More SSOP: Commentary on the Special Issue', Business History, 53,1, P. Jarzabkowski and R. Whittington (2008), A Strategy-as-Practice Approach to Strategy Research and Education, Journal of Management Inquiry, P. Jarzabkowski and R. Whittington (2008), Directions for a Troubled Discipline Strategy Research, Teaching and Practice, Journal of Management Inquiry, Whittington R. (2008), Alfred D. Chandler, Founder of Strategy: a Lost Tradition and Renewed Inspiration, Business History Review, 82, 2, Whittington R. and Cailluet L. (2008), The Crafts of Strategy: Introduction to Themed Issue, Long Range Planning, 41, 3, 2008, Jarzabkowski P. and R. Whittington (2008), Hard to Disagree, Much: a Comment on Carter, Clegg and Kornberger, Strategic Organization, 6, 1, R. Whittington (2007), Strategy Practice and Strategy Process: Family Differences and the Sociological Eye, Organization Studies, 28, 10, * 333 citations 25. Whittington R. (2007), Introduction: Comparative Perspectives on the Managerial Revolution, Business History, 49, 4, Whittington R., Molloy E., Mayer M, Smith A (2006), Practices of Strategising/Organising: Broadening Strategy Work and Skills, Long Range Planning, 39, 6: R. Whittington (2006), Learning More from Failure: Practice and Process, Organization Studies, 27, 12: * 5

6 28. Hodgkinson GP, Whittington R, Johnson G, Schwarz M (2006), The Role of Strategy Workshops in Strategy Development Processes: Formality, Communication, Coordination and Inclusion, Long Range Planning, 39, 5: citations 29. Whittington R. (2006), Completing the Practice Turn in Strategy Research, Organization Studies, 26, 4: * 1,509 citations 30. Molloy E. and Whittington R. (2005), Organising Organising: the Practice inside the Process, Advances in Strategic Management, 22, Whittington R. Strategy after Modernism: Recovering Practice (2004), European Management Review, 1, 1: (translated as Estrategia apos o Modernismo: Recuperando a Practica, Revista de Administracao de Empresas, 44, 4, 44-53) 238 citations 32. M. Mayer and R. Whittington (2004), Economics, Politics and Nations: the Diffusion of the Multidivisional Form in Europe, Journal of Management Studies, 41, 7, (reprinted in Krug J., 2009, Corporate Strategy, Sage Library of Business and Management)* 33. Mayer M. and Whittington R. (2003), Après le Défi Américain: la Structure Multidivisionelle dans l Europe Post-McKinsey, Entreprises et Histoire, 33: Whittington R., Jarzabkowski P., Mayer M., Mounoud E., Nahapiet J. and Rouleau L. (2003), Taking Strategy Seriously: Responsibility and Reform for an Important Social Practice, Journal of Management Inquiry, 12, 4, citations 35. Mayer M. and Whittington R. (2003), Diversification in Context: a Cross National and Cross Temporal Extension, Strategic Management Journal, 24, * 36. Whittington R. (2003), The Work of Strategizing and Organizing: for a Practice Perspective, Strategic Organization, 1, 1, (Outstanding Contribution, 2003) 580 citations 37. Johnson G., Melin L., and Whittington R. (2003), Micro-Strategy and Strategising: Introduction to the Special Issue, Journal of Management Studies, 40, 1, 3-20* 1109 citations 38. Whittington R. and Mayer M. (2002), Response to Kay: Chandlerism in Post- War Europe: Strategic and Structural Change in France Germany and the UK, : a Comment, Industrial and Corporate Change, 11, 1, Whittington R. (2001) Expert Commentary: The Urge to Merge in the Pharmaceutical Industry, European Management Journal, 19, 4,

7 40. S-C Hung and R. Whittington (2000), Playing by the Rules: Institutional Foundations of Success and Failure in the Taiwanese Computer Industry, Journal of Business Research, 47, 1, Mayer M. and Whittington R (1999), National Institutions and Corporate Change: Strategy, Structure and Systemness in France, Germany and the United Kingdom, , Organization Studies, 20, 6, * 42. Whittington R., Pettigrew A., Peck S., Fenton E. and Conyon M. (1999), Change and Complementarities in the New Competitive Landscape: A European Panel Study, , Organization Science, September- October, * 616 citation 43. Mayer M. and Whittington R. (2000), Euro-Elites: Top British, French and German Managers in the 1980s and 1990s, European Management Journal, 17, 4, (translated as Dessinez-Moi un Patron Européen, L Expansion Management Review, 96, March, 2000, 39-44). 44. Whittington R., Mayer M. and Curto C. (1999), Chandlerism in Post-War Europe: Strategic and Structural Change in France, Germany and the United Kingdom, , Industrial and Corporate Change, 8, 3-4, Ruigrok W., Pettigrew A., Peck S. and Whittington R. (1999), Corporate Restructuring and New Patterns of Organising: Evidence from Europe, Management International Review 39, 2, R. Whittington and M. Mayer (1998), 'Le instituzioni nazionali contano ancora?', Sviluppo & Organizzazione, 165, January-February 1998, S-C Hung and R. Whittington (1997), Strategy and Institutions: a Pluralistic Account of Strategies in the Taiwanese Computing Industry, Organization Studies, 18, 4, * 48. H. Bouchikhi, M. Kilduff and R. Whittington (1997), Action, Structure and Organizations, Editors Introduction to the Special Issue of Organization Studies on Action, Structure and Organizations, 17, 1, v-vii* 49. R. Whittington (1996), Strategy as Practice, Long Range Planning, October, (abridged version reprinted in G. Pearson, 1998, Strategy Thinking and Strategic Management, Prentice Hall). 962 citations 50. R. Whittington, T. McNulty and R. Whipp (1994), Market-Driven Change in Professional Services: Problems and Process, Journal of Management Studies, 31, 6, * 51. T. McNulty, R. Whittington, R. Whipp and M. Kitchener (1994), Implementing Marketing in NHS Hospitals, Public Money and Management, July-September,

8 52. D. Brownlie, M. Saren, R. Whittington and R. Wensley (1994), The New Marketing Myopia: Critical Perspectives on Theory and Research in Marketing, Editors introduction to the Special Issue of the European Journal of Marketing, The New Marketing Myopia, 28, 3, R. Whittington (1993), 'Putting Giddens into Action: Social Systems and Managerial Agency', Journal of Management Studies, 29, 6, , (reprinted in C. Bryant and D. Jary (eds), Anthony Giddens: Critical Assessments, Routledge, London, 1996)* 683 citations 54. R. Whittington and R. Whipp (1992), 'Professional Ideology and Marketing Implementation', European Journal of Marketing, 26, 1, ('Outstanding Paper', 1992; reprinted in D. Littler and D. Wilson (eds), Marketing Strategy, 1995, Butterworth Heinemann, London) 55. T. McNulty and R. Whittington (1992), 'Putting the Marketing into R&D', Marketing Intelligence and Planning, 10, 9, R. Whittington (1991), 'Recession Strategies and Top Management Change', Journal of General Management, 16, 3, R. Whittington (1991), 'Changing Control Strategies in Industrial R&D', R&D Management, 21, 1, R. Whittington and R. Dover (1990), 'Local Government Responses to Aerospace Restructuring in France and Germany', Local Economy, 5, 3, R. Whittington (1990), 'Social Structures and Resistance to Strategic Change: British Manufacturers in the 1980s', British Journal of Management, 1, 4, R. Whittington (1988), 'Environmental Structure and Theories of Strategic Choice', Journal of Management Studies, 25, 6, 1-17*. 252 citations 61. J. Shutt and R. Whittington (1987), 'Fragmentation Strategies and the Rise of Small Units: The Case of the North West', Regional Studies, 21, 1, 13-23, (substantially reprinted in J. Allen and D. Massey (eds), The Economy in Question, Sage/Open University, 1988) 62. R. Whittington (1986), 'Strategic Choice: Logiques d'action or Corporate Cultures?', Centre for European Business Education Studies Journal, 1, 2, R. Whittington (1984), 'Regional Bias in New Firm Formation in the UK', Regional Studies, 18, 3,

9 Book chapters: 1. Whittington R, Strategy as Practice, Process and Institution: Converging on Activity, in Langley A. and Tsoukas H. (eds), Sage Handbook of Process Organization Studies, forthcoming 2. Smets M. Aristidou A. and Whittington R. Towards Practice-Driven Institutionalism, Greenwood A, Oliver C, Suddaby R. and Sahlin-Andersson K. (eds), Sage Handbook of Organizational Institutionalism, forthcoming 3. Whittington, R. (2012), Strategy professionals: strategic planners and strategy consultants, in Seidl, D. and Jarzabkowski, P. (eds), Strategy as Practice: Theories, methodologies and phenomena, The Marketing & Management Collection, Henry Stewart Talks Ltd, London 4. R. Whittington and B. Yakis-Douglas (2012), 'Strategic Disclosure', in T. Pollock and M. Barnett (eds) Handbook of Corporate Reputation, Oxford University Press 5. R. Whittington, Emergent Strategy, in D. Teece and M. Augier (eds), Palgrave Encyclopaedia of Strategic Management, Palgrave MacMillan 6. R. Whittington (2010), 'Giddens, Structuration Theory and Srategy-as- Practice', in D Golsorkhi, Rouleau L., Seidl D and Vaara E (eds), Cambridge Handbook of Strategy as Practice, Cambridge University Press (revised for 2 nd edition, 2015). 7. Whittington (2007), R. Both Leif and Melin, in Melander, A. & Nordqvist, M. (eds). Att förstå strategi: processuella och kontextuella perspektiv, Lund: Studentlitteratur 8. Molloy, E and Whittington, R (2006), Reorganisation Projects and Five Uncertainties' in Hodgson, D and Cicmil, S (eds) Making Projects Critical, London: Palgrave 9. Johnson G., Melin L., and Whittington R. (2005), Micro-Strategy and Strategising, in Floyd S., Roos, J, Jacobs C and Kellermans F (eds), Innovating Strategy Process, Blackwell 10. R. Whittington and L. Melin, Organizing/Strategizing in A. Pettigrew, R. Whittington, L. Melin, W. Ruigrok, C. Sanchez-Runde and F. Van den Bosch (eds), Innovative Forms of Organizing, Sage Publications, R. Whittington and A. Pettigrew, Complementarities, Change and Performance, in A. Pettigrew, R. Whittington, L. Melin, W. Ruigrok, C. Sanchez-Runde and F. Van den Bosch (eds), Innovative Forms of Organizing, Sage Publications, A. Pettigrew and R. Whittington, Complementarities in Action: Competition and Change in BP and Unilever, , in A. Pettigrew, R. Whittington, 9

10 L. Melin, W. Ruigrok, C. Sanchez-Runde and F. Van den Bosch (eds), Innovative Forms of Organizing, Sage Publications, R. Whittington, Corporate Structure, in A. Campbell and D. Faulkner (eds), The Oxford Handbook of Strategy, Oxford University Press, Oxford, R. Whittington, A. Pettigrew and H. Thomas, Conclusions: Doing More in Strategy Research, in A. Pettigrew, H. Thomas and R. Whittington (eds), The Handbook of Strategy and Management, Sage, London, A. Pettigrew, H. Thomas and R. Whittington, Strategic Management: the Strengths and Limitations of a Field, in A. Pettigrew, H. Thomas and R. Whittington (eds), The Handbook of Strategy and Management, Sage, London, R. Whittington, Corporate Structure: from Policy to Practice, in A. Pettigrew, H. Thomas and R. Whittington (eds), The Handbook of Strategy and Management, Sage, London, M.Mayer and Whittington R. For Boundedness in the Study of Comparative and International Business, in Geppert M, Matten D. and Williams K (eds), Challenges for European Management in a Global Context, Basingstoke: Palgrave, R. Whittington, Competitive Strategy to Lure the Investor, Mastering Management 2.0, J. Pickford (ed), FT/Prentice Hall, London, R. Whittington, A. Pettigrew, W. Ruigrok, New Notions of Organizational Fit, Mastering Strategy: The Complete MBA Companion in Strategy, FT/Prentice Hall, London, 2000: R. Whittington, The Evergreen Conglomerate, Mastering Strategy: The Complete MBA Companion in Strategy, FT/Prentice Hall, London, 2000, R. Whittington, The How is More Important than the Where, Mastering Strategy: The Complete MBA Companion in Strategy, FT/Prentice Hall, London, 2000: R. Whittington, M. Mayer and F. Curto, Strategy, Structure and Performance in European Industry: Corporate and National Perspectives, in S. Quack, G. Morgan and R. Whitley (eds), National Capitalisms, Global Competition and Economic Performance, John Benjamin, Amsterdam, 2000, D. Brownlie, M. Saren, R. Wensley and R. Whittington, Marketing Disequilibrium: on Redress and Restoration, in D. Brownlie, M. Saren, R. Wensley and R. Whittington (eds), Rethinking Marketing, Sage, London, 1999,

11 24. R. Whittington and M. Mayer, Beyond or Behind the M-Form? The Structures of European Business, in D. O Neal and H. Thomas (eds), Strategy, Structure and Styles, Wiley, London, 1997, T. McNulty, R. Whittington and R. Whipp, Professional Practices and Market-Driven Change, in I. Glover and M. Hughes (eds), Beyond Reason: The National Health Service and the Limits of Management, Avebury Press, Aldershot, 1996, R. Whittington, Alfred Chandler, in M. Warner (ed.), The International Encyclopaedia of Business and Management, Volume One, Routledge, London, 1996, (reprinted in the IEBM Handbook of Management Thinking, M. Warner (ed), International Thomson, London, 1998, ; revised edition, 2001). 27. M. Mayer and R. Whittington, The Survival of the European Holding Company: Societal Contingency and Choice, in R. Whitley and P. Kristensen (eds), The Changing European Firm, Routledge, London, 1996, T. McNulty, R. Whittington and R. Whipp, Market-Orientated Strategic Change: Managing Complexity and Context, in H. Thomas and D. O Neill (eds), Strategic Renaissance and Business Transformation, Wiley, London, 1996, R. Whittington, 'Sociological Pluralism, Institutions and Managerial Agency', in M. Parker and J. Hassard (eds), Towards a New Theory of Organisations, Routledge, London, 1994, R. Whittington, 'Social Structures and Strategic Leadership', in J. Hendry and G. Johnson (eds), Leadership, Strategic Change and the Learning Organisation, Wiley, London, 1993, P. Field and R. Whittington, 'Aerospace Restructuring and Network Responses', in J. Bennington and M. Geddes (eds), Restructuring the Local Economy, Longmans, London, 1993, R. Whittington, 'The Fragmentation of Industrial R&D', in A. Pollert (ed), Farewell to Flexibility?, Basil Blackwell, Oxford, 1991, (translated in A. Pollert, 1994, Adios a la Flexilidad?, Ministeria de Trabajo, Madrid, ). 33. R. Whittington, 'The Changing Structures of Industrial R&D', in R. Loveridge and M. Pitt (eds), Strategic Management of Technological Innovation, Wiley, London, 1990, J. Shutt and R. Whittington, 'Large Firm Strategies and the Rise of Small Units', in T. Faulkner et al (eds), Current Research on Small Firms, Gower Press, Farnborough, 1986,

12 35. R. Whittington, 'Regional Bias in New Firm Foundation', in M. Scott et al (eds), Small Firms' Growth and Development, Gower Press, Farnborough, 1986, IN PROGRESS Whittington R., and Anderson D. Practice Change in Permeable and Impermeable Professional Fields, in Andrew Sturdy, Stefan Heusinkveld, Trish Reay and David Strang (eds), The Oxford Handbook of Management Ideas. Whittington R., Practice makes Great, Strategy Science (invited paper, first draft under editorial review) Whittington R, Making Strategy: Practice Change in a Permeable Profession, Organizaion Studies, under review. Whittington R., Opening Strategy: Precarious Professionals and Practice Change, Oxford University Press. Seidl D., von Krogh G, and Whittington R. (eds), Open Strategy, Cambridge University Press. JOURNAL EDITORSHIPS: Associate Editor, Strategic Management Journal, Senior Editor, Organization Studies, Associate Editor, British Journal of Management, KEY NOTES, CONFERENCE PLENARIES ETC. Opening plenary address, Practice in Management Research, Engaged Management Scholarship Conference, Paris, September, 2016 Opening plenary address, Opening Strategy, Workshop on Extreme Contexts, HEC Montreal, October, 2014 Opening plenary address, Open Strategy, Open Innovation and Strategy Symposium, University of Bath, September, 2013 Keynote address, Taming Strategy: Big and Open, Nordic Academy of Management, Iceland, August, 2013 Plenary address, Practice-Based Approaches to Organization Design, with Silvia Gherardi, European Group for Organization Studies, Helsinki,

13 Opening Plenary Panel, 'Strategy Process and Strategy Practice', Strategic Management Society Conference, Finland, March, 2010 Sub-Plenary Panel, Practice and Academia in Knowledge Creation, European Group for Organization Studies, Vienna, July, 2007 Keynote address Business History that Counts: Opportunities and Threats for Business Historians, European Business History Association conference, Copenhagen, August, 2006 Practice and Process: Family Differences? Keynote address, Organization Studies colloquium, Mykonos, May, 2006 Keynote Opening Speech, Strategy as Practice, Strategy Dynamics Conference, University of Surrey, March 2004 Keynote Speech, Strategy After Modernism: Recovering Practice, Ibero-American Academy of Management, Sao Paulo, December, Opening Plenary Panel, Managing through Variety: the European Style, European Academy of Management, Milan, April, 2003 (reported in Il Sole, 5 April, 2003) Strategy as Practice, Plenary Speaker, Strategic Management Society conference, Acting and Thinking Strategically, Rotterdam, June, 2002 Strategy as Practice, Plenary Speaker, Competition and Co-operation, Swedish Competition Authority/University of Umea, April, 2002 RESEARCH GRANTS AND AWARDS: Leverhulme Research Fellowship: Awarded 28,000 for half-time Research Fellowship, Centre for Corporate Reputation, University of Oxford: Awarded 55,300 for research on external strategy communications, Hired Dr Basak Yakis as Senior Research Fellow. Pierre Fermat Chaire D Excellence, Région Midi-Pyrénées : Awarded 42,800 for research assistance on the Evolution of Strategy, in collaboration with Ludovic Cailluet, University of Toulouse 1, Alfred D. Chandler International Visiting Scholar: Awarded $7,000 as visiting scholar at Harvard Business School, Lubbock Foundation: Seedcorn funding ( 1000) for archival research on advertisements for strategic planning jobs in the United Kingdom,

14 Strategic Issue Management: Three year partial teaching buy-out and funding (approx. 22,500) for research assistant, Dr Basak Yakis, for project on how senior managers manage strategic issues over time, as part of the Economic and Social Research Council s SKOPE (Skills, Knowledge and Organizational Performance) programme, Organising for the 21 st Century: Grantholder for this three year research programme commencing April, 2002, on the practice of re-organisation, funded by the Chartered Institute of Personnel and Development and in co-operation with the Universities of Glasgow (Drs Michael Mayer and Anne Smith) and Reading (Dr Evelyn Fenton): grant of 185,000; Senior Research Fellow Dr Eamonn Molloy. Learning to Strategise: Three year partial teaching buy-out ( 8,000) for project on how managers learn to strategise, as part of the Economic and Social Research Council s SKOPE (Skills, Knowledge and Organizational Performance) programme, , and in association with the Institute of Directors. The New Internal Network Organization: A. Pettigrew (Warwick) and R. Whittington, Principal Investigators: from January 1996, a three year project, with collaborators at Duke, Erasmus, ESSEC, Hitotsubashi, IESE, Jonköping and St. Gallen, studying new forms of network organization internationally. Funded by the ESRC ( 199,493), the Centre for Corporate Strategy and Change ( 30,000) and by PwC Management Consultants ( 75,000), plus participating universities. Emerging New Forms of Flexible Global Organisation: With Professor Andrew Pettigrew (Warwick), co-applicant for an ESRC Collaborative Studentship to study changing organisational forms as part of an American-British- Japanese-German project. Funding for an ESRC research student, supported by a further 12,000 from IBM Consulting: Strategy, Structure and Institutions - British Firms in a European and Historical Perspective: Grantholder for this ESRC project on the changing strategies and structures of large British manufacturing firms over the last 25 years, contrasting them with the evolution of French and German firms over the same period. Total grant: 29,927 over ; research fellow Francesco Curto. The book from this project, The European Corporation: Strategy, Structure and Social Science, appeared with the Oxford University Press in Strategy, Structure and Institutions in Contemporary France: Comparative project on strategies, structures and elites in France and the United Kingdom, with the focus on the effects of institutional environments, carried out during my sabbatical year at Groupe HEC, Jouy-en-Josas, France. Funded by the Nuffield Foundation: 1,940. Managing Marketing Change: 14

15 Grant-holder for this Economic and Social Research Council project investigating the introduction of marketing concepts in the National Health Service and industrial Research & Development: research fellow Dr Terry McNulty. Total grant, : 49,180. Strategic Restructuring in the European Aerospace Industry: Joint with Mr Paul Field, a European Commission grant for 41,400 to support the establishment of the European Aerospace Regional and Local Authority Information Exchange (EARLIE) from 1992/93. The Fragmentation of Industrial R&D: Project on the re-structuring of industrial R&D in the United Kingdom. Funded by the Nuffield Foundation: 750, over Economic and Social Research Council: PhD studentship, Manchester Business School, CONFERENCE/SOCIETY ORGANIZATION: European Group for Organization Studies: Co-convenor with Leonhard Dobusch (Berlin) and Georg von Krogh (ZTH Zurich) Open Strategy, at the EGOS conference, Copenhagen, July, 2017 European Group for Organization Studies: Co-convenor with Leonhard Dobusch (Berlin) and Georg von Krogh (ZTH Zurich) of the Opening Innovation, Strategy and Governance stream, at the EGOS conference, Athens, July, 2015 Academy of Management Interest Group Chair, Responsible for the new SAP Academy Interest Group of about 600 members, internationally. Strategic Management Society Board, Elected as a board member of the Strategic Management Society, the international academic body for the strategic management discipline Intersections of Strategy Process and Strategy Practice, Strategic Management Society Mini-Conference. Co-organiser of this conference with Tomi Laamanen (Helsinki School of Economics) and Robert Burgelman (Stanford), Levi, Finland, March The Crafts of Strategy: Co-organiser with Ludovic Cailluet (University of Toulouse) of a workshop on the crafts of strategy in social, sectoral and historical context, May, 2006, with a forthcoming special issue of Long Range Planning. Sponsored by Airbus, University of Toulouse and the Millman Foundation ( 4000). Reported in Les Echos, 24 July,

16 Strategic Management Society Pre-Conference Doctoral Workshop: Co-organiser, with Irene Duhaime (Georgia State), of the first SMS Pre-Conference Doctoral Workshop, San Juan, November, 2004 ( 15,000 funding from the Society for the Advancement of Management Studies). Strategic Management Society: Strategy as Practice 2003, 2004, 2005, 2006: Initiated and co-convened with Bob de Wit (Erasmus) the Strategy as Practice Interest Group at the Strategic Management Society, Baltimore, November 2003, San Juan, November 2004, Orlando, October 2005, and Vienna October Launched first SMS/Wiley Best Practice Relevant Paper prize, October European Group for Organization Studies: Co-convenor with Gerry Johnson (Strathclyde) and Leif Melin (Jonkoping) of the Micro Strategy and Strategising: Activity in Practice stream at the EGOS conference, Copenhagen, July, 2003 Strategy over the Horizon: Academic chairman of the European Strategic Planning Federation conference at Saïd Business School, March, 2002 (100 academic and practitioner participants). Micro-Strategy and Strategising: Workshop co-organized with Professors Gerry Johnson (Strathclyde) and Leif Melin (Jonkoping) at the European Institute of Advanced Studies in Management, Brussels, February 2001: sponsorship from Cambridge Management Consulting ( 2,500) and the Journal of Management Studies ( 1,000), producing a special issue of the Journal of Management Studies. Action, Structure and Organisations: Co-organiser with Hamid Bouchikhi (ESSEC) and Martin Kilduff (Penn State) of an international workshop on action, structure and organisations, held in Paris in May, 1995, with 30 participants from six countries. A special issue of Organization Studies appeared with selected papers in Joint-funded by ESSEC and the Fondation Nationale d Enseignement de la Gestion. Rethinking Marketing: Co-organiser with Robin Wensley (Warwick), Douglas Brownlie (Stirling) and Mike Saren (Stirling) of this workshop in May 1993, attracting 55 participants from nine countries. Selected papers have been published in a Special Issue of the European Journal of Marketing (28, 3, 1994) and a further book collection, Rethinking Marketing, published by Sage. Partly funded by 1,000 grant from Warwick Business School. PRACTITIONER ARTICLES, REPORTS, PRESS Whittington R., Yakis-Douglas B and Ahn K, Let s Talk about Strategy, IMP Perspectives, , 2016 Whittington R., Yakis-Douglas B and Ahn K, Wall Street Rewards CEOs who Talk about their Strategies, Harvard Business Review.Org, December, 2015 Cited in What to Expect from Offsite Meetings Strategy & Business, October, 2015 Cited in Management Innovation, Andrew Hill, Financial Times, June 13,

17 Whittington R., A Model for a New Kind of Profession, Strategy Magazine, March 2012, Whittington R., A discipline in need of a new direction, Financial Times, 8 October, 2012 Whittington R., Open Strategy, webcast Forbes October, 2011; republished Conference Board, December 2011, Globe and Mail, May, 2012 Quoted in Sustainable growth, the Financial Times, May 17, 2011 Whittington R. Reforming Reputation, The Marketer, November 2010 Whittington R. Talking Management Strategy isn t Dead podcast, Globe and Mail (Canada), March, 2008 Quoted in The pendulum swings towards staff, in The Times, 27 June, 2007 Quoted in No more doorsteps, Times Higher Education Supplement, 28 April, 2006 Managing Change, 60-Second Interview: Professor Richard Whittington, by egov monitor Newsdesk 23 September, 2005 Richard Whittington, Eamonn Molloy, Michael Mayer, Anne Smith and Evelyn Fenton, Look Who s Talking, People Management, 7 April, 2005, R. Whittington and M. Molloy, HR s Role in Organising: Shaping Change, CIPD, 2005 M Mayer, A Smith and R. Whittington, Organising for Success: Second Survey Report CIPD, 2004 M. Molloy and R. Whittington, HR: Making Change Happen, Executive Briefing, CIPD, 2004 R Whittington, M Mayer, E. Molloy and A. Smith, Case Study: Corporate Reorganisations, The Times, 28 October, 2004 D. Shaw and R. Whittington, The Art of Change in the Public Sector, European Business Forum, Issue 14, 65-69, M Mayer, A Smith and R. Whittington, Organising for Success: First Survey Report CIPD, 2003 R Whittington and M Mayer, Organising for Success: A Report on Knowledge, CIPD, R Whittington, M Mayer, & A Smith, 'Grand Designs: Why HR should be at the heart of restructuring', People Management, 10 October R Whittington, M Mayer, & A Smith, 'Restructuring Roulette', Financial Times, 8 November OTHER ACADEMIC ACTIVITIES: Co-Editor, Sage Strategy Series, Editorial Board, Academy of Management Review, Editorial Board, Strategic Management Journal, Editorial Board, Organization Science, Editorial Board, British Journal of Management, Editorial Board, Journal of Management Inquiry, Editorial Board, Journal of Management Studies, Editorial Board, Organization Studies, Editorial Board, Long Range Planning, Editorial Board (founding), Strategic Organization, Editorial Board, European Management Journal, Editorial Board (founding), European Management Review (Euram), Editorial Board (founding), Management and Organizational History,

18 Elected board member of the Strategic Management Society, Council, Society for Advanced Management Studies (research charity and owner of Journal of Management Studies), DOCTORAL STUDENTS Previous: Duncan Angwin (Professor, University of Lancaster), Michael Mayer (Professor, University of Bath), Shih-Chang Hung (Professor, National Tsing Hua University, and Director-General, Social Sciences, Ministry of Trade and Industry, Taiwan), Stéphane Girod (Professor, IMD), Bjorn Haugstad (Minister for Higher Education, Norway, and director of research, University of Oslo), Basak Yakis-Douglas (Associate Professor, Kings College London), Suela Haxhiraj (consultant). Current: Tanja Ohlson and Cecilia Varendh-Mansson. TEACHING Undergraduate teaching in General Management and Strategic Management MBA and Executive Diploma teaching in Strategy (participant evaluations, Spring 2017: MBA 4.3; Executive Diploma 4.7); Executive Diploma Projects Executive education with BAE Systems, Clifford Chance, Grant Thornton, IBM Consulting, McKinsey etc. ADMINISTRATION Head, Strategy, Innovation and Marketing Group, Saïd Business School, , , 2013, Tutor for Undergraduate Access and Admissions, New College, Outrider, New College, University of Oxford, Director, Undergraduate Programmes, Saïd Business School, Member, Faculty Board, University of Oxford, Member, Academic Policy Committee, Saïd Business School, Deputy Director (Postgraduate Programmes), Saïd Business School, Director, Full-Time MBA, Saïd Business School, Dean of Arts, New College, Director (launch), MSc in Management Research, Saïd Business School, Member of Executive Committee, Saïd Business School, Member of the Sub-Faculty Board, Saïd Business School, Member of Standing Appointments Committee, Saïd Business School, Academic Director, Part-time MBA, Warwick Business School, Member, Academic Planning Committee, Warwick Business School, Member of Social Studies Faculty Board, University of Warwick, Currently also member of University Admissions Committee and various New College committees, including Endowment 18